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| KIT: The non-alcoholic beverages market in India | | Strategic tools for the practising manager |
| Technopak Advisors / New Delhi Dec 09, 2008, 00:44 IST |
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Non-alcoholic beverages are broadly classified as carbonated drinks, non-carbonated drinks and hot beverages.
The fruit juices and fruit-based drinks market is close to Rs 5,000 crore ($1.13 billion), growing at 35-40 per cent annually.
The carbonated drinks market is close to Rs 6,000 crore ($1.36 billion) with growth at 10-12 per cent.
Within the hot beverages category, India is the largest producer of tea and accounts for 28 per cent of the global production at 956 million kilograms annually.
The total turnover of the tea industry is over Rs 8,000 crore ($ 1.8 billion), growing at a rate of 1.2 per cent annually.
India is the world’s 5th largest producer of coffee, accounting for 4 per cent of the world’s production.
NUGGETS selections from management journals
AT LOOMS IN Rajasthan and in the trenches in Magarpatta on the outskirts of Pune, workers are counted as stakeholders in a profit-driven business model called “inclusive capitalism”, the premise of which is that India can’t succeed if it leaves its people behind. But while some high-profile success stories indicate that businesses founded on this model can be a great benefit to those who participate in them and to society at large, some experts wonder how wide an impact inclusive capitalism can have, and how willing corporate India will be to change its traditional views on wealth ownership.
The poor as stakeholders: Can ‘inclusive capitalism’ thrive in India?
India Knowledge@Wharton ,November 28 - December 11
Read this article at http://knowledge.wharton.upenn.edu/india/
AS THE WORLD financial crisis wreaks havoc on emerging economies, Indian firms — like their counterparts around the world — are looking at ways to scale back their operations. Some companies — such as Jet Airways — have announced layoffs, only to backtrack and offer other options, including salary cuts, to their employees. Experts interviewed by India Knowledge@Wharton believe that the management culture in India makes layoffs one of the last options rather than the first. Still, companies will have to find ways to bring their staffing and costs in line with reality, at least for the next two years.
Job cuts vs pay cuts: In a slowing economy, what’s better for India?
India Knowledge@Wharton ,November 28 - December 11
Read this article at http://knowledge.wharton.upenn.edu/india/
THE STRATEGIC thinking behind numerous M&As is: “bigger is more important than better”. Such logic is also followed in the growth strategies of many players who believe that increasing scale via M&As will bring sustainable competitive advantage and generate above-average financial performance and value creation for their shareholders. But numerous failed M&As and the modest financial performance of many large players compared to smaller ones question the universality of this logic.
The aim of this article is to emphasise how important it is in strategic decision-making to correctly understand and interpret contemporary concepts such as scale-based completion, industry consolidation, and M&As.
Why bigger is not always better: The strategic logic of value creation through M&As
By Brane Kalpic Journal of Business Strategy
Voulme 29, Issue 6, 2008
Subscribe to this article at www.emeraldinsight.com
GLOBAL BRANDS exert their power and influence within various cultural, psychological, and economic domains. Ozsomer and Altaras define global brands as those that have widespread regional/global awareness, availability, acceptance, and demand and are often found under the same name with consistent positioning, personality, look, and feel in major markets enabled by centrally coordinated marketing strategies and programmes. Inspired by this definition, the authors build a model of the drivers of global brand attitude and purchase likelihood comprised of constructs from three consumer behaviour research streams: consumer culture theory, signaling theory, and the associative network memory model.
From a global brand manager’s perspective, the study provides valuable insights into potential positioning strategies. The authors propose that communicating the globalness of a brand is not the ultimate way to create superiority over other brands.
Global brand purchase likelihood: A critical synthesis and an integrated conceptual framework
By Aysegul Ozsomer and Selin Altaras
Journal of International Marketing, Volume 16, Number 4, December 2008 Subscribe to this article at www.marketingpower.com
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